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The Future of Logistics

What Does the Future


Hold for Freight Forwarders?
Professor John Manners-Bell
Ken Lyon

The Future of Logistics What does the future hold for freight forwarders?

Foreword - Kewill
The freight forwarding industry is in flux. Amid a rash of consolidations and acquisitions, small- and mediumsized forwarders find themselves struggling to remain competitive with their bigger brethren.
For todays forwarders, the pathway to profitability lies with process automation and value-added services
a two-pronged approach that reduces errors [thus improving customer service] and differentiates your
business with customized add-on services. And the best way to achieve both of those goals simultaneously
is through technology. Cloud computing gives freight forwarders, particularly the small- to medium-sized
forwarders, the logistics toolkit they need to remain nimble in a highly competitive market with thin margins.
Thanks to the small upfront investment and quick implementation made possible by the Cloud, forwarders
can begin offering integrated additional services such as consolidation, warehouse management, enhanced
customs and compliance, as well as the receiving, handling and distribution of goods. Best of all, the Cloud
delivers supply chain functionality thats essentially on par with the complex legacy systems still being used
by many forwarders all for pennies on the dollar. That, in turn, helps level the playing field and prevents
smaller operations from getting boxed out of the marketplace.

Evan Puzey, CMO


Kewill

September 2015 Transport Intelligence

Global Express and Small Parcels 2015

Introduction

In many respects the international freight forwarding sector has changed very little over the past few
decades. A freight forwarders role is to facilitate the movement of goods around the world, acting on behalf
of importers and exporters. In addition to dealing with Customs organisations, preparing documentation
and finding the best, cheapest or quickest routes, a forwarder also buys and sells space on board ships or
airplanes. It is the latter role that accounts for the majority of their revenues and hence largely characterizes
the dynamics of their business model.
Unfortunately this buy/sell middle man role, means that margins can be very thin in a hypercompetitive
market. Opportunities to differentiate product offering can be few and far between and success or failure of
a forwarder can come down to its buying power in the market (to drive down rates) and its ability to execute
efficiently and with the lowest possible overheads.
The importance of technology to freight forwarders cannot be overstated. Freight rates and oil prices are
highly volatile; the market is undergoing structural changes as patterns of demand evolve with opportunities
disappearing as quickly as they arise; and an uncertain global economic situation means that forwarders
need to be attuned and responsive to macro-trends.
Unfortunately, many forwarders, even some of the largest, lack the tools that would give them the visibility
and hence the agility to prosper in this challenging market environment. In this document we will discuss
the key trends that have shaped the freight forwarding industry as it exists today; we highlight some of
the problems facing the industry and discuss how the latest technology innovations can help forwarders
navigate a successful path through uncertain times ahead.

September 2015 Transport Intelligence

Global Express and Small Parcels 2015

Key trends and market opportunities

Until the 1990s, the freight forwarding sector was a largely


ignored or undervalued sector of the transport industry.

However, the globalization phenomenon and what could


be termed the rise of Asia changed this perception as

manufacturers, retailers and investors realized that global


logistics networks were required to underpin international
supply chains. As we will see, this brought about major

mergers and acquisition activity, which still characterizes the


industry to this day.

However, globalization is no longer the only macro-trend in

town. Although it is still at work and should not be dismissed,


there are a number of other trends helping shape the market
for forwarders as well as the strategies they have adopted in
order to survive.

removing much of the risk of holding too much inventory.

Even higher value producers, such as consumer electronics

companies, have adopted sea freight strategies, although air


cargo uplift is often employed to meet the global demands
of new product releases. After an initial surge, the ongoing

demand is often met by shipments moved by sea. Computer

peripherals, such as screens, that were often moved by air are


now far more likely to be shipped by container. This may seem
counter-intuitive as sea freight transit times are increasing as

shipping lines introduce slow steaming in order to reduce fuel


costs.

This shift has been most pronounced on the Asia-to-Europe


and Asia-to-US trade lanes the two most important

indicating how vital this has been in reducing lucrative, high

Yield Dilution
One of the longest term trends in the industry has been

dilution of yields, which means that forwarders have to work


harder to maintain their revenues. There are a number of

reasons for this, including a shift in modes from air to sea.

Global manufacturers have found ways in which to flex their


supply chains to utilize lower cost sea freight rather than

more expensive air cargo. A key driver behind this trend was
the economic downturn, which prompted shippers to look

at ways to de-cost their supply chains whilst still maintaining

their efficiency. Restructuring production schedules has been

September 2015 Transport Intelligence

part of this, as well as encouraging consumers to pre-order,

value volumes to the detriment of the freight forwarding sector.


For a number of years, we have also been witnessing the

waning importance of intercontinental trade volumes to the

sector. We asked respondents to our survey which lanes they


thought had witnessed the highest growth and intra-Asia

came up as the fastest growing for yet another year. This has
a profound effect on freight forwarders. Not only are intra-

Asian movements much cheaper than those to either Europe

or North America but also the global forwarders have far less
strength in this segment than they do in Asia-Europe or AsiaUS trades. This is especially the case in China-Japan trade.

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Relationship with global trade


The global logistics industry is already seeing a major change
to the relationship that drove its development for the last three
decades and before. On average, between 1990 and 2008,

real GDP grew at 3.2% a year, whilst world trade grew at twice
this rate. This relationship was considered to be hard-wired

that is, until the financial crisis of 2009. The 2:1 ratio has since
been replaced with more like a 1:1 correlation, meaning that

most trade forecasts were firstly affected by the downturn and


secondly by a structural change in market growth.

Why is this? There are several reasons. The first is that

developed countries including the Eurozone have yet to

fully recover and therefore there is less demand for imports of


consumer goods. Second, developing countries have been
forced to focus their investment on domestic infrastructure
to maintain economic growth. China is the best example

of this. Third, the global economic downturn has created

more protectionist policies, which have acted as a drag on

international trade. Fourthly, governments around the world


have actively suppressed short term consumer demand in
their own economies. And finally, the outsourcing trend to

the Far East in 1980s, 90s and 2000s was a one-off gain for
international trade. Since then the increase in volumes has

been incremental, as most production processes that could be


unbundled and out-sourced to remote manufacturing locations
in Asia, already have been.

Key trends and market opportunities (continued)

Regionalization, Near-sourcing and


Emerging Markets

quality of end product)


Labour costs increasing in China and elsewhere in Asia

Also in terms of changing patterns of goods flows, it seems

Supply chain risks being factored in to overall costs

globalization to regionalization of supply chains. This involves a

Increasing speed to market

that manufacturing and retailing is making a return from

transformation from traditional East-West and West-East flows


to complex networks of developed and emerging markets.
What is the evidence for this?

One of the major impacts this will have, if the trend continues,

will be that road freight services will prosper at the expense of


international air and sea, a worrying prospect for forwarders.

Global flows of goods are becoming more disparate. In


the early 1990s two thirds of global flows of goods moved
through the top 50 routes. Two decades later this had
fallen to just over a half.

in 2012 up from about one third in 2000. In the next decade

this shift will continue (albeit at a much slower speed). For the

next year, GDP growth in emerging and developing economies


as a whole is projected to improve slightly by 0.3 percentage
points to 4.8%.

Still, this is definitely not the end of global trade, with intraregional trade still only accounting for slightly over 50% of
the value of total traded goods in 2014. New options for

The factory Asia concept, which has characterized global

transportation, such as rail between Asia and Europe, will

cooperating component manufacturers supplying Western

initiative.

manufacturing in recent years (i.e. an Asian network of

expand as China continues its push for its new Silk Road

markets), has already led to the regionalization of upstream

Cross-border flows of goods, services and finance from


emerging markets accounts for 40%of the worlds total, up
from 14% in 1990.
South-south trade has grown from 6% of all goods flows in
1990 to now around a quarter.

supply chains. Trade in intermediate parts throughout Asia


is enormous, with assembly of components largely being

undertaken in China. The reason for this is that with its huge
population, China has the ability to mobilize huge, low cost
work forces to undertake low value adding activities for
companies such as Apple.

This shows that trade is re-balancing with obvious

consequences to shipping lines, air cargo carriers and freight


forwarders.

At the same time, near-sourcing is becoming more important.

This involves repatriating manufacturing from remote locations


such as China to regions closer to the end consumer market.
In North America this is usually Mexico and in Europe, this

However another dynamic is at work that is far less developed:


the regionalization of downstream distribution channels.

By this I mean the development of consumer markets in Asia,


Africa and Latin America. Not only will intermediate goods
manufactured in Asia stay in the region, so will finished
product.

could be North Africa. The reasons for near-sourcing include:

This will occur due to the development of a more affluent

Reducing transportation costs

in emerging markets will enter a consuming class, spending

Increasing control over suppliers (such as better managing


September 2015 Transport Intelligence

Emerging markets constituted just below half of the world GDP

society. By 2020, it has been estimated that 1.8 billion people


$30 trillion, up from $12 trillion today.

Global Express and Small Parcels 2015

Chart 1: Top 10 regional trade flows of


goods by value 2014 (US$bn)

How will the industry evolve?

The freight forwarding industry has low barriers to market entry

The reason for this fragmentation is that, apart from a

buying power, IT systems, global reach and knowledge capital

According to Tis own calculations, on the Herfindahl-

some parts of the world) little overhead is required. The most

by expanding its value added service capabilities.

and exit, which has resulted in high levels of fragmentation.


Hirschman Index(which measures levels of industry

concentration), the freight forwarding sector is classified as

unconcentrated and this situation has prevailed despite years


of consolidation since the early 2000s driven by companies
such as DHL. What might be called Tier One freight

forwarders (named in the chart) account for around 41% of the


total market. The top five forwarders combined held a 23.9%
market share.

telephone, computer and an office (even this is a luxury in

valuable asset freight forwarders have (whether large or small)


is the knowledge of their employees and their commercial
ability to cut deals.

Adding end-to-end capabilities and value


added services

This is not an incidental comment on the state of the industry.

One obvious way in which freight forwarders have been able

the industry works and the very real challenges this presents

been to append a variety of either upstream or downstream

Instead this market dynamic goes to the very heart of how

to leverage their relationships with multinational shippers has

to the market leaders. To compete with the host of small, low

value adding services to provide a one-stop shop.

overhead forwarders, the market leaders need to leverage their:


Global reach (including end-to-end solutions)
Buying power
IT systems
Knowledge capital
Value added service capabilities.
In many cases this has led to the acquisition strategies that

in turn have led to consolidation of the industry (see below).

Buying rather than building scale and functionality is a much

forwarders have been offering upstream consolidation

services for some time and undertaking quality control

on behalf of retailers based in Europe or North America.

Downstream, instead of just moving containers to the retailers

or manufacturers warehouse, many freight forwarders are able


to offer an integrated service that includes receiving, handling
and distribution of goods. In theory this integrated end-to-end
solution should also provide customers with the visibility to

make routing decisions or for the freight forwarder to do this on


their behalf.

In order to assemble this range of services and the geographic

and to some degree Panalpina. Expeditors in particular has

have often either acquired value-adding logistics providers

maintained that it wishes to remain a pure play forwarder,

eschewing the addition of value added warehousing services,


for example. Its management focus has remained fully on

leveraging its presence, particularly in the transpacific trades,


and it has been highly successful in doing so. Looking at

the five key success drivers listed above, it has leveraged its
September 2015 Transport Intelligence

In the country or region of origin, for example, freight

faster way to market and a strategy pursued by many Tier One

players. Exceptions to this rule include Expeditors International

Chart 2: Global freight forwarder market share

without seeing the need to spread its capabilities more thinly

Global Express and Small Parcels 2015

capabilities required to provide these solutions, forwarders


or entered into strategic alliances with contract logistics

companies. Having said this, technologies will soon allow small


forwarders access to the same level of visibility as their larger
rivals, meaning that acquisition or ownership of each part of

the supply chain will not necessarily be as important as it once


was.

2.2 The impact of e-commerce on express companies

The large, diversified logistics companies certainly see

It is impossible to identify one single reason for this range of

their business proposition. In its last results, Panalpinas

the following:

markets.

Buying power Buying power in the industry is important.

Overhead Some companies will be better at operating

A freight forwarder with large volumes can obtain better

with lower overheads than others and this will include

rates from a ship/airline. However the freight forwarder then

offices and IT. In many respects this comes back to

has a choice. It can either benefit itself from the lower rates

the quality of the management making decisions on

by not passing them on fully to shippers or it can use these

investment.

their value-adding services as a very important part of

management commented: [Our] logistics [division] continued


to strengthen its position as a differentiator by expanding its

value-added services and end-to-end offering for international


customers, especially in the technology and fashion sectors.

Forwarder profitability

lower rates to grab market share by operating at lower

Despite very similar business models, the diversity in levels

of profitability between companies is remarkable. The chart

below shows the considerable variance between best-in-class


profitability and those forwarders performing least well. It is

also evident that scale is no guarantee of profitability. Some

small players have very good margins, but at the same time,
some make big losses.

profitability. Rather, company profitability is linked to a mix of

margins. However a large turnover does not equal large


buying power. Even in some very big forwarders, buying
power is not necessarily utilized to its full potential. Many
local forwarding offices may be working independently of
a centralized purchasing system, which means that the
overall enterprise will lose out on this particular advantage.
The flip side is that a corporate-wide deal between

forwarder and carrier may not be as good as one which


could be agreed locally. Flexibility is key, especially in volatile

Management and staff- Freight forwarding relies heavily on


the ability of staff to buy and sell effectively. It needs well
experienced and high quality personnel who are motivated
and well managed. Expeditors profited by holding on to
its staff during the downturn experienced in 2009 and this
positioned the company well when the market bounced
back soon after. Other companies have been affected
by the inability to retain key staff following an acquisition,
meaning not only a flight of experience and expertise, but
also in many cases their customer base.
Technology- Some freight forwarders have started to refer
to themselves as technology companies that move goods
rather than freight companies that use technology. The
importance of getting a technology strategy right is critical
to its success or failure.

Chart 3: Freight Forwarder Revenues and Margins


September 2015 Transport Intelligence

Global Express and Small Parcels 2015

Consolidation in the industry

The last few years have seen considerable mergers and

The reasons behind these purchases vary by company, but

sought to increase their presence and capabilities in the global

for freight forwarding as outlined in the sections above. For

acquisition activity as all the major logistics companies have


market.

have a unifying logic in reflecting the trends in the market

example, DP-DHL was created out of its acquisition of both

Exel and Danzas, a logistics division that combines the ability

Some highlights of this trend include:

to move large volumes of freight both by sea and air with the

The purchase of Exel by Deutsche Post. Exel itself was the


product of a merger between contract logistics company
Exel and forwarder Ocean Group (including MSAS).
Deutsche Post had already acquired a number of other
large forwarders, notably Danzas, AEI and ASG.
Deutsche Bahns acquisition of German forwarder

road transport and warehousing capabilities of its contract

logistics business. This is also the case with Kuehne+Nagel,


which has aggressively built up its contract logistics/road

freight network in order to complement its freight forwarding


business.

There is another aspect to the strategic trends in the freight

forwarders market. As in the case of UPS, a number of express

Schenker and US forwarder Bax Global.


UPSs acquisition of two US forwarders, Fritz and Menlo
(formerly Emery).

parcel companies are trying to claim part of the business that

has traditionally been undertaken by freight forwarders. This is


particularly the case in air freight services for the electronics
business, but is also seen in other sectors. Shipping lines

CEVAs acquisition of EGL

too have sought to capture the upstream and downstream

Geodis acquisition of OHL

spend of their clients by establishing forwarding units: Damco


(Maersk) and Yusen (NYK) are cases in point.

Kuehne+Nagels acquisition of ReTrans


XPOs acquisition of Norbert Dentressangle and Con-way

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Global Express and Small Parcels 2015

The role of technology in the industrys evolution

In the future, highly functional systems operating as a single application covering


every aspect of operations from pricing, order management, shipping, warehousing and
transportation management will emerge. These will be available as subscription services in
the public Cloud, accessible via a variety of computing platforms. Ken Lyon
The functional boundaries between different systems are

breaking down as logistics operations evolve into leaner, more

agile services. Traditional on-premise/homegrown applications


supporting order processing, transportation management

and warehouse management are examples of the dedicated


solutions that struggle to maintain data and process flows
across organisations as they evolve. A new generation of
application services will emerge that perform the same

functions of existing applications, but as a continuous service.


Twenty years ago, the Logistics division of UPS in Europe

developed a platform combining order management, inventory


management and cross docking along with transportation

management. This single system was bonded by the Dutch

Customs authority under an innovative licensing arrangement

As application development technologies have evolved into

toolsets that can combine objects or blocks of functionality


very quickly to assemble new solutions, linking to other

systems via standard interfaces or services is quite common.


Access to the required computing and storage infrastructure
available as cloud services is both inexpensive and

technically straightforward. They are also accessible across


almost any computing device from desktop PCs, tablets or
mobile phones thanks to the ubiquity of the Internet.

The question is, can the organisations wishing to exploit

these platforms do so without fundamentally challenging the


entrenched (and often inflexible) process flows preventing
them from competing in the market effectively?

that had recently been introduced by the EU, enabling any


orders or inventory in the system to be effectively in bond

irrespective of location, including while in transit. This provided


tremendous flexibility for UPS clients who were using the
system to support their high velocity supply chains. This

was very innovative at the time, but illustrated the value of

flexible systems that could rapidly adapt to new processes or


functions in line with business demands.

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What are the latest developments?

When Apple introduced the iPhone in 2007, it wasnt the first


smartphone, but it was the most successful implementation
of a mobile device that could really exploit the Internet for

processing information. Now, again thanks to the Internet,


mobile devices will be the primary platform for providing,

consuming and manipulating data. Across supply chains this

is very powerful, as many of the participants require access to


data at almost any point in the chain, at any time.

Visibility into and across supply chains is the key to efficient

and effective supply chain management. Many of the efforts to


provide this transparency in the past have floundered due to

either organizational or technical challenges in accessing and


sharing the data. As consumer technology has encouraged
the development of user-friendly and open interfaces, it

is now possible to share information in a similar fashion to

that exhibited by social media platforms. The combination

Mobile devices generate data constantly; data related to

location, status, and identity are all available and capable


of being shared on demand. New applications, or apps,

are being developed that can adapt to whatever form factor


the recipients device requires. The traditional internal data
centres operated by large enterprises have had to expose

their databases to an unprecedented degree to support the

of these two developments has addressed many of the

technical challenges preventing supply chain visibility in the


past. It requires both scale and the interconnectivity of a

large population of users across many different and variable


organisations. As this trend is exploited, it will become more

common to view the entire chain of custody as orders move


through the supply chain.

demand for data from managers and trading partners across


the supply chain. If they are unwilling or unable to meet this
demand, they are circumvented, with users migrating to

commercially available alternatives and paying the monthly


usage charges on their credit cards.

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How do the technology needs of small forwarders differ from larger competitors?

Agile solutions aimed at smaller forwarders will be developed in contrast to predictive, rigid
ERP processes more suitable for the forwarding giants. Ken Lyon
Most smaller forwarders are using technology to manage

their businesses, but usually this has happened as a result of


necessity rather than as part of a strategic decision process.
As technology has advanced, costs have come down and

capability has increased. The general availability of solutions


running in the cloud and available on a monthly subscription
basis has been a game changer. Much of the functionality

now available on demand is a match for the existing solutions


developed internally (at great cost) by the large integrated
carriers and multi-national logistics companies.

The significance of this is that the operating costs of cloud


solutions are very low and their ability to scale, also on

demand, provides tremendous flexibility. These solutions


are usually developed using modern development tools

and frameworks, enabling changes or adjustments to take

place and be implemented very quickly. This is a significant

advantage when attempting to support customer demands for

applications that are expensive to maintain and difficult to


change. As technology continues to bring us many more

sophisticated devices, especially mobile devices, the users

in these large companies expect that they will be able to use

these tools in concert with their corporate systems. This raises


issues of security, interoperability and data ownership.

The information services functions in these companies face

a daunting prospect of supporting the needs of the business

while dealing with a tsunami of different demands for access


to more data, increased functionality and managing the

retirement of legacy systems and implementing new ones. The


smaller forwarder, using solutions in the cloud, may not yet

have access to technology that is as tailored and feature-rich

as a dedicated in-house solution, but if it can get a very large


percentage of that at much lower cost and available within
days, it will at last be able to compete and win.

flexible and adaptable supply chains. The larger forwarders


have developed solutions over many years to support the

business requirement of predictable, rigid operating practices


capable of handling huge volumes of orders and shipments.
These platforms are usually a mix of tightly integrated

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What is Big Data and how can forwarders exploit it?

Large collections of operational data. Integrity must be confirmed before it can be


exploited. Conclusions based on incorrect data are worthless. Ken Lyon
A supply chain can generate huge amounts of data as orders
and shipments pass along it. At each stage, data is entered,

validated and often combined or merged with similar elements,


resulting in very large data sets. With more and more sensors

and internet enabled devices being introduced, the volume of

data is set to explode. A great deal of attention has been given


to the science of big data analytics analysing massive data

If artificial intelligence engines are deployed across these

platforms at some point in the future, they will be operating

under the assumption that the datasets on which they work


will be accurate and coherent. Anything less will result in

incomplete analysis, or perhaps worse and certainly more

expensive, inaccurate conclusions driving future operations.

sets to make sense or meaning. But for many of the interested


parties, this will only work if the data itself has meaning and
context. In other words, lots of container numbers or part

numbers taken from a particular stage in the transportation

chain are of little use unless the routes involved and the related
commodities comprising the part numbers are also available.
This means that many of the big data efforts up to now have
focused on cleansing and validating historic data.

The implications for many companies will be that whatever

computing platforms they use to operate their businesses, they


will need to scale massively in terms of the volumes of data

they will be expected to handle. The applications will also need


to maintain the links between the data to provide the relevant
context sufficient for subsequent analysis.

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4PLs and control towers - the central hub and co-ordination points for managing the
entire operational spectrum.

As many supply chains involve a multitude of different

partners, managing them is sometimes allocated to 4PLs or


Lead Logistics Providers (LLPs). These organisations have
overall responsibility for coordinating and managing all of

the parties used to operate the supply chain on behalf of the


principal or supply chain owner.

These entities take a long while to set up and depending on


the technologies involved, require constant adjustment. At

best, they can provide a central point for understanding the

general location and status of the supply chain activity. They


may also be able to provide the ability to drill down into a

specific system for more detail. However, for the full concept

The key to managing anything of this nature, particularly on an


international basis, is supply chain visibility. This has been a

critical necessity for many years. And while some companies

and operators claim they have it, very few really do. The global
integrated carriers come closest, with their sophisticated track

and trace capabilities, but these only work well when the entire
supply chain operates within their realm, using their assets.

to be realized, any information about any activity in the chain

needs to be made available instantly to the appropriate parties


across the supply chain. Technology is moving towards

achieving this goal, but it is as much an operational and

cultural challenge for the interested parties as it is a technical


one but one that must be addressed before the rewards of
such a concept can be realized.

In fact, the truth is that most global chains use a variety of

logistics service providers, transportation service providers


and others. As soon as the chain of custody of a particular

order or shipment transfers to another party, the granularity of


visibility changes.

This has resulted in many companies exploring the notion of


establishing a supply chain control tower, through which all

activities are coordinated and controlled. In essence, a multiparty visibility hub that interconnects and interoperates with
the information systems of all of the involved parties.

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Conclusion

The freight forwarding industry is evolving at a relentless pace.


The large forwarders are increasing their scale not only to

leverage their buying power with carriers and their geographic


scope but also to develop their range of services, especially

those that add value and increase margin. As an illustration of


this trend, the past few months have seen XPO Logistics buy

Norbert Dentressangle, Geodis buy Ozburn Hessey Logistics


and Kintetsu World Express buy APL Logistics. At the same
time, many of these logistics giants have struggled with

operational issues not least related to legacy IT systems. In a

dynamic environment that requires market players to be agile


and fast moving in order to maximize the many opportunities
which exist, how well suited are these logistics giants?

At the same time, small- and medium-sized freight forwarders


are being forced to evolve. Not only do they have to become
smarter and more efficient in an environment where manual

data entry is still widespread, but they have to enhance their


commoditized offerings. For some, this means that they will

develop their levels of expertise in niche sectors with higher

barriers to market entry in order to differentiate their services.

remove the need for huge internal support functions. These

solutions will require the capability of adding broader logistics


services as needed.

The forwarders who are able to exploit the opportunities of


big data will also prosper. Understanding the implications

of the data will enable them to improve their forecasts and


consequently their negotiating position with carriers. The

potential of a cloud-community will also facilitate better sharing


of data relating to trends in the industry.

So who will win out in this battle between the SME independent
forwarders and the logistics giants? It is clear that scale can

be a help but it is also a hindrance in terms of agility and the

implementation of innovative technology solutions. However for


SMEs to prosper they will need to become smarter in order to
succeed, grow and lock in customers. This means they must

exploit the opportunities that the democratization of technology


has brought about as well as using the experience, expertise
and decision-making capabilities of their greatest assets
their employees.

Others will evolve from pure forwarders to fully developed

logistics providers, increasingly offering customers integrated


logistics services. The technology systems they can offer will
be critical to their customer proposition.

What does this mean in terms of technology requirements? At


the SME forwarder level, technology solutions will need to be

quick and easy to implement, providing much higher levels of

end-to-end visibility that will allow them to compete effectively


against much bigger opposition. At the other end of the

spectrum logistics giants will need cloud-based solutions that


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About the Authors

John Manners-Bell

Ken Lyon

John Manners-Bell is CEO of Transport Intelligence


and Hon Visiting Professor at London Metropolitan
University. John has over 20 years experience in
the global logistics industry with both operators
and consultancies.

Ken Lyon is the Managing Director of Virtual


Partners and is one of the pioneers of information
development and supply chain collaboration within
the logistics industry. Ken has over 30 years
experience and is a member of Tis advisory board.

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About Transport Intelligence

About Kewill

Transport Intelligence (Ti) is one of the worlds leading

Kewill, a Francisco Partners portfolio company, is a global

the global logistics industry. Ti utilises the expertise of

providing organizations with a comprehensive end-to-end

providers of expert research and analysis dedicated to


professionals with many years of experience in the mail,

express and logistics industry to develop a range of market


leading web-based products. Ti reports, profiles and

services are used by the worlds leading logistics suppliers,


consultancies and banks as well as many users of logistics
services.

leader in multimodal transportation management software,


platform for managing the complexities of transportation,
logistics and trade compliance.

The Kewill MOVE platform helps companies reduce


costs, manage volatility and gain greater visibility

across the logistics value chain. Trade, Transport, Store,

Comply, Manage and Integrate- the Kewill transportation

www.transportintelligence.com

management platform gives you the insight, agility and tools


you need to deliver better customer service and streamline
global supply chain execution for strategic advantage.
The Kewill platform supports supply chain execution

activities for over 7,500 companies in more than 100


countries.

www.kewill.com

To Find Out More


For more information please contact Tis Commercial

Director, Sarah Smith, E: ssmith@transportintelligence.com


T: +44 (0) 1423 330736.

September 2015 Transport Intelligence

Global Express and Small Parcels 2015

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